How multiple strategic orientations impact brand equity of B2B SMEs

Anees-ur-Rehman, Muhammad; Johnston, Wesley J.

doi:10.1080/0965254x.2018.1482943

Cited by 23 publications

(24 citation statements)

References 91 publications

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“…By adopting the theoretical lenses of RBV and DC, our study contributes to the current literature by not only identifying what drives brand performance, but also how and when these strategic factors contribute to brand performance. Specifically, our study extends prior research (e.g., Anees-ur-Rehman and Johnston, 2018) and shows through the RBV that brand orientation and market orientation link in a systematic fashion to provide a brand building potential that is realized by brand management capability to yield superior brand performance.…”

Section: Discussionsupporting

confidence: 77%

“…However, there are inconsistencies in the literature. Some studies support the performance benefits of combining brand orientation and market orientation (e.g., Reijonen et al, 2012;Anees-ur-Rehman et al, 2017), while others do not (e.g., Tajeddini and Ratten, 2017;Anees-ur-Rehman and Johnston, 2018). Such inconsistent findings appear to suggest while there are clear performance advantages of having both brand orientation and market orientation in combination, there is still little clarity on how their interaction actually facilitates brand success.…”

Section: Introductionmentioning

confidence: 99%

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How and when does the brand orientation-market orientation nexus matter?

Lee

O’Cass

Sok

2019

JBIM

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Purpose While extant research highlights the importance of both market orientation and brand orientation in brand success, it is still unclear how they actually combine to contribute to brand performance. Grounded in the theoretical perspectives of the resource-based view and dynamic capabilities, this study unpacks how, and when, brand orientation and market orientation link systematically to influence brand performance. Design/methodology/approach In testing the research hypotheses involving mediation and moderation effects, survey data were gathered from a sample of business firms in the manufacturing sector and analyzed through regression analysis. Findings The results suggest brand orientation manifests through market orientation to influence brand performance via the intervening mechanism of brand management capability. The results also suggest at high levels of competitive intensity, the systematic combination of market orientation and brand orientation is critical in facilitating brand management capability enhancement and subsequent brand performance. Originality/value This study extends current literature by providing a more detailed account of how brand orientation and market orientation systematically combine to yield superior brand performance via the mediating role of brand management capability. This study also provides further insights into how, in response to different levels of competitive intensity, the systematic combination of brand orientation and market orientation is managed to facilitate brand management capability enhancement and subsequent brand performance.

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Section: Discussionsupporting

confidence: 77%

Section: Introductionmentioning

confidence: 99%

How and when does the brand orientation-market orientation nexus matter?

Lee

O’Cass

Sok

2019

JBIM

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“…Noble et al (2002) comment that MO is a necessary, but not sufficient, factor for firms seeking to achieve competitive advantage in dynamic markets. In the SME literature, recent research by Anees-ur-Rehman and Johnston (2018) has considered how multiple strategic orientations positively impact brand equity of B2B SMEs. These authors call for research to consider further the combination in SMEs of MO with other strategic orientations.…”

Section: Discussionmentioning

confidence: 99%

“…Therefore, it would be myopic to assume that MO is the only legitimate orientation for business success (Frösén et al, 2016; Noble et al, 2002). Furthermore, it is assumed that firms regularly employ multiple strategic orientations to achieve competitive advantage in increasingly dynamic markets (Anees-ur-Rehman and Johnston, 2018; Deutscher et al, 2016). Consequently, a complementary development and use of multiple orientations is endorsed as a way of aligning environmental context and organisational characteristics that can maximise business performance (Theodosiou et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…Nevertheless, research that emphasises the relationship between different orientations has received fragmented attention, particularly regarding the mutual support of complementary strategic orientations (Deutscher et al, 2016; Hakala, 2011). Recent research by Anees-ur-Rehman and Johnston (2018) reveals the complementarity of multiple strategic orientations combining (MO, entrepreneurial orientation, brand orientation) to enhance performance in small and medium-sized enterprises (SMEs). The study findings show that any interaction among strategic orientations was significant and/or positive to improve performance.…”

Section: Introductionmentioning

confidence: 99%

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Determining the presence of a long-term/short-term dilemma for SMEs when adopting strategic orientation to improve performance

Didonet

Fearne

Simmons

2019

International Small Business Journal

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This study seeks to discuss a potential ‘long-term/short-term dilemma’ for small and medium-sized enterprises (SMEs), which could cause tension when adopting two strategic orientations assumed to be complementary – market orientation (MO) and sales orientation (SO). Specifically, the objective of this study is to examine the role of MO and SO as mediators of the relationship between business approach and SME performance. An empirical study of 122 SMEs in the UK grocery sector is conducted. The results reveal that an apparent conflict or tension between market and SO seems to exist in practice. SMEs emphasise both strategic orientations as a way of framing their business approach. However, this emphasis does not hold when considering SME performance. The impact of business approach on performance only occurs through MO. There is no observable significance in the mediation of SO on this relationship. Theoretical and managerial implications for SME management literature and practice are developed.

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